Leadership Development: Where Should I Focus My EffortsIn this article I take the reader on a brief journey to a different leadership development model that focuses on strengthening both the leader and the leadership within the organization. This article looks at how to develop both the human and social capital dimensions of an organization and ends with a request to you, the reader, to enter the dialogue and discourse on what constitutes good leadership and good leadership development.How Leade

This resource collects and presents tools and techniques to support efforts to improve enterprise results regardless of organization industry or type. Comments and remarks seek to clarify the relevance or value of enhanced organizational effectiveness as a means of achieving better performance.

Learn about organizational performance management in this topic from the Free Management Library.

Maricel Aleu, M.A.'s insight:

In the spirit of collaborative learning, check out "Organizational Performance Management, Evaluating and Improving Organizations" --- a wealth of information! Also, checkout the 2014 World Conference on Quality and Improvement in Texas.

Confronted with a dynamic communication landscape, pharmaceutical organizations must constantly develop their communicative efforts to remain competitive and leverage their talents. Placing emphasis on the alignment of ...

Of course communication is critical for effectiveness; it is the glue that holds together the myriad of relationships critical for an enterprise of any sort to function well. To enhance organizational effectiveness, we need to ask how communication ought to be applied. From the Empowering Effectiveness perspective, the answer is to foster communications that support alignment, adaptation, engagement and execution. In the complex world of pharmaceuticals, where promoting health, good science, and financial success are complexly intertwined, communications may be improved by considering, as this blog reminds us, how they contribute to desired organizational results.

Appreciative inquiry is valuable in building effective organizations because it engages a wide cross-section in understanding how the organization can improve. The positive involvement of organization members on working on issues that are important can be very helpful and helps overcome any biases that consultants and facilitators bring. The assumption, however, that the organization knows best what's best for it should be surfaced and tested; we must be vigilant about blind spots--our own and others.

Appreciative inquiry is valuable in building effective organizations because it engages a wide cross-section in understanding how the organization can improve. The positive involvement of organization members on working on issues that are important can be very helpful and helps overcome any biases that consultants and facilitators bring. The assumption, however, that the organization knows best what's best for it should be surfaced and tested; we must be vigilant about blind spots--our own and others.

For too many American women, the dream of "having it all" has morphed into "just hanging on." This is not about handouts. This is about smart economic policy. Working women are the core of our economy. Leave them out and you don't have a robust economy. Lead with them and you do.

Unilever CEO Paul Polman talks about how politicians are floundering as social and economic pressures converge. We need a new type of capitalism, he believes, and a new sort of leader with a deeper sense of purpose if we are to seize this opportunity to eradicate poverty and create a better world.

Leaders' deeper sense of purpose that Mr Poleman refers to will benefit organizations and their communities. Purpose resonates with employees and engages them; one key element in effective organizations. Responding to societal needs as in socially responsible organization evokes positive responses from communities and customers; this openness to larger needs contributes also to effectiveness by encouraging agility and adaptation in the face of change.

Alignment across different functions, teams, departments, and locations (i.e., cross-functional alignment) definitely contributes to organizational effectiveness, but what about alignment across different levels?

Aligning horizontally and vertically through the organization are both critical, but are not really different things; there is always an implicit vertical and horizontal aspect when aligning strategies, goals, or other activities. More important than the directionality of alignment is the amount or degree. Not enough and there is unfocused, misdirected effort; too much and there is insufficent flexibility and agility that slows innovation and response to change.

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